Ways manufacturers can recruit, train and retain a skilled workforce

Workforce development insights

• A co-op program connects university, community college and trade school students with engineering and manufacturing employers for entry-level roles they can assume full-time after graduation.
• Co-op programs encourage entry-level workers to learn about their company’s specific needs and processes.
• Employers can use positive worker experiences to continually recruit through word-of-mouth.

Companies involved in all aspects of manufacturing and process control face a shortage of candidates for entry-level and early career jobs. Nearly one-third of engineering jobs will go unfilled annually through 2030, according to Boston Consulting Group.

One reason for this shortage is that employees in the earlier stages of their careers change jobs more frequently than older peers traditionally have. This increase in job changes could be attributed to a desire to change career paths, moving to a new location or a need for more money or a change of pace. This newer generation of employees tends to value their personal needs over their employer’s needs. This is forcing many employers to reevaluate key elements of a workplace culture, traditional structures of management and other contributors to an optimal workplace environment.

To counter this shortage of entry-level engineers, many companies are focusing primarily on candidates who have recently graduated from a university, community college or trade school with little to no experience in the industry. But this strategy has its disadvantages. Two of the biggest challenges employers face are training inexperienced employees to get them up to speed as quickly as possible and ensuring the employer supports continued career development.

How co-op programs can help with workforce development

Recruiting and retention aren’t one-sided endeavors. From the candidate’s perspective, early career employees aspire to assignments and projects where they can make an impact and put their strengths to use. How does an employer fill its engineering roles with candidates who not only want to contribute and learn but can integrate into the organization in a relatively quick timeframe and at a lower cost? The answer is simple: create and grow a successful co-op program.

A co-op program is designed to hire students over multiple, semester-long periods with the desired result of full-time employment once they graduate from their respective programs.

Students who begin as co-op participants and later transition to full-time employees benefit from shorter learning curves and are more cost-effective than other entry-level employees. The retention rate also tends to be much higher than that of employees who are hired without an existing relationship. Co-op participants get the benefit of learning about the employer, as well as its products, processes and culture during their rotations, which provides a better understanding of the job and the employer when moving into the workforce full-time.

How co-op programs help manufacturers recruit smarter

Recruiting co-op participants requires time, effort and passion to grow the entry-level workforce. The amount of work that goes into meeting, screening and interviewing potential candidates isn’t just for the purpose of filling immediate co-op positions. These efforts result in a pipeline of student candidates which provides a pipeline of future talent for full-time positions. To build and maintain this pipeline, consistency is key. This means extending beyond career fairs and formal recruiting events. It also requires networking throughout the educational ecosystem – universities, colleges, trade schools and professional organizations – to build recognition for your employer and to create a rapport with the administrators of these programs.

Existing employees also serve recruiting efforts. New employees who participated in the co-op program are likely to still be in touch with other students, recent graduates or staff from their alma mater. Positive word-of-mouth from a peer can be much more influential to a potential candidate than an employer presentation or an interview with a higher-level employee who may be out of touch with younger candidates’ expectations and abilities.  

Existing or former co-ops are fantastic additions to the recruiting team at campus events and candidate interviews. These co-op program alumni will have a generational connection with candidates that recruiters and other employer representatives might not have. 

Using co-op programs to train and retain employees

Once a former co-op becomes a full-time employee, the employer’s focus should turn to training and retaining. Although employees who have participated in a co-op program typically have an easier time getting up to speed, they still need guidance on their new responsibilities and how to navigate their newfound professional careers. 

Although training in the company’s processes and procedures is important, there are also soft skills and intangible aspects that may be difficult to address in a formal training program. For true integration into the company, a mentorship program is an effective and mutually beneficial undertaking.

A mentorship program gives new hires a confidential channel where they can ask questions or voice concerns. It also allows employees to get to know one another in an environment outside of work, which may be more comfortable for addressing issues or sharing ideas. Building these personal connections also helps employees become more connected to the organization and strengthens the team environment and overall culture of the employer. 

From the employer’s perspective, a mentorship program can provide an invaluable resource for anonymous feedback from all members of the team. It can also provide insight as to how the mentees view the work environment and the employer. 

Using a co-op program to continually recruit

Organizing and running a co-op program isn’t a one-and-done event. In addition to recruiting and building the pipeline of candidates, program administrators need to track the program’s effectiveness and learn where changes and improvements need to be made from both the participant and employee’s point of view. 

Below are some things that an employer should take into consideration when evaluating the success or effectiveness of their co-op program:

• What percentage of co-ops stay in the program for the full term of typically two to four rotations?
• What is the conversion rate of co-ops to full-time employees?
• What is the average length of service for employees who participated in the co-op program?

Another way to gauge success is to consider how the co-ops develop as they progress through their rotations. For example, if the first round of the co-op program is well-defined and well-executed, when the participant enters their second rotation, they should be able to take on projects and contribute as productive members of their team. On the third rotation, the participant should have the experience and confidence to contribute to their projects as an entry-level engineer. 

In the same way that younger employees can be a valuable resource in the recruiting process, they can also be active participants in the Co-op program. Although the management of the program typically falls under an employee with significant experience with the employer, younger employees can participate in administration and work directly with the incoming co-ops. This ensures the co-ops have another resource who can relate to their experiences. Utilizing this method, younger employees get the increased responsibility and career development that they seek, further cultivating their connection with the employer.

Megan McIntosh is a control engineer, and Jody Poirier is a controls and automation division engineering leader with Hargrove Controls & Automation. Edited by Sheri Kasprzak, managing editor, Automation & Controls, WTWH Media, [email protected].